3.0-Topic 3- Plant Layout

8/3/2019 3.0-Topic 3- Plant Layout

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OperationsManagement

Topic 3 Plant LayoutTopic 3 Plant Layout

UiTM Shah AlamUiTM Shah AlamLecturer: Pn. Noriah YusoffLecturer: Pn. Noriah Yusoff

T1-A16-6CT1-A16-6C


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Outline

Global Company Profile:Global Company Profile:McDonaldsMcDonalds

The Strategic Importance ofThe Strategic Importance ofLayout DecisionsLayout Decisions

Types of LayoutTypes of Layout

Office LayoutOffice Layout

Retail LayoutRetail Layout

ServicescapesServicescapes


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Outline Continued

Warehousing and Storage LayoutsWarehousing and Storage Layouts

Cross-DockingCross-Docking

Random DockingRandom Docking

CustomizingCustomizing

Fixed-Position LayoutFixed-Position Layout

Process Oriented LayoutProcess Oriented LayoutComputer SoftwareComputer Softwarefor Processfor Process

Oriented Layout.Oriented Layout.


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Outline Continued

Work CellsWork CellsRequirements of Work CellsRequirements of Work Cells

Staffing and Balancing Work CellsStaffing and Balancing Work Cells

The Focused Work Center and theThe Focused Work Center and theFocused FactorFocused Factor

Repetitive and Product-OrientedRepetitive and Product-Oriented

LayoutLayoutAssembly-Line BalancingAssembly-Line Balancing


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Learning Objectives

When you complete this chapter you

should be able to:

1.1. Discuss important issues in office layoutDiscuss important issues in office layout2.2. Define the objectives of retail layoutDefine the objectives of retail layout

3.3. Discuss modern warehouse managementDiscuss modern warehouse management

and terms such as ASRS, cross-docking,and terms such as ASRS, cross-docking,and random stockingand random stocking

4.4. Identify when fixed-position layouts areIdentify when fixed-position layouts areappropriateappropriate


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Learning Objectives

When you complete this chapter, you

should be able to:

5.5. Explain how to achieve a good process-Explain how to achieve a good process-

oriented facility layoutoriented facility layout

6.6. Define work cell and the requirements ofDefine work cell and the requirements ofa work cella work cell

7.7. Define product-oriented layoutDefine product-oriented layout8.8. Explain how to balance production flowExplain how to balance production flow

in a repetitive or product-oriented facilityin a repetitive or product-oriented facility


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Innovations at McDonalds

Indoor seating (1950s)Indoor seating (1950s)

Drive-through window (1970s)Drive-through window (1970s)

Adding breakfast to the menuAdding breakfast to the menu(1980s)(1980s)

Adding play areas (late 1980s)Adding play areas (late 1980s)

Redesign of the kitchens (1990s)Redesign of the kitchens (1990s) Self-service kiosk (2004)Self-service kiosk (2004)

Now three separate dining sectionsNow three separate dining sections


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Innovations at McDonalds

Indoor seating (1950s)Indoor seating (1950s)

Drive-through window (1970s)Drive-through window (1970s)

Adding breakfast to the menuAdding breakfast to the menu(1980s)(1980s)

Adding play areas (late 1980s)Adding play areas (late 1980s)

Redesign of the kitchens (1990s)Redesign of the kitchens (1990s) Self-service kiosk (2004)Self-service kiosk (2004)

Now three separate dining sectionsNow three separate dining sections

Six out of theSix out of theseven areseven are

layoutlayoutdecisions!decisions!


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McDonalds New Layout

Seventh major innovation Redesigning all 30,000 outlets around

the world Three separate dining areas

Linger zone with comfortable chairs and Wi-Fi connections

Grab and go zone with tall counters

Flexible zone for kids and families Facility layout is a source of competitive

advantage


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Strategic Importance of

Layout Decisions

The objective of layout strategyThe objective of layout strategyis to develop a cost-effectiveis to develop a cost-effectivelayout that will meet a firmslayout that will meet a firms

competitive needscompetitive needs


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Layout Design Considerations

Higher utilization of space, equipment,Higher utilization of space, equipment,and peopleand people

Improved flow of information, materials,Improved flow of information, materials,or peopleor people

Improved employee morale and saferImproved employee morale and safer

working conditionsworking conditions Improved customer/client interactionImproved customer/client interaction

FlexibilityFlexibility


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Types of Layout

1.1. Office layoutOffice layout

2.2. Retail layoutRetail layout

3.3. Warehouse layoutWarehouse layout

4.4. Fixed-position layoutFixed-position layout

5.5. Process-oriented layoutProcess-oriented layout6.6. Work-cell layoutWork-cell layout

7.7. Product-oriented layoutProduct-oriented layout


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Types of Layout

1.1. Office layoutOffice layout: Positions workers,: Positions workers,their equipment, and spaces/officestheir equipment, and spaces/officesto provide for movement ofto provide for movement of

informationinformation

2.2. Retail layoutRetail layout: Allocates shelf space: Allocates shelf spaceand responds to customer behaviorand responds to customer behavior

3.3. Warehouse layoutWarehouse layout: Addresses trade-: Addresses trade-offs between space and materialoffs between space and materialhandlinghandling


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Types of Layout

4.4. Fixed-position layoutFixed-position layout: Addresses: Addressesthe layout requirements of large,the layout requirements of large,bulky projects such as ships andbulky projects such as ships andbuildingsbuildings

5.5. Process-oriented layoutProcess-oriented layout: Deals with: Deals withlow-volume, high-variety productionlow-volume, high-variety production

(also called job shop or intermittent(also called job shop or intermittentproduction)production)


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Types of Layout

6.6. Work cell layoutWork cell layout: Arranges: Arrangesmachinery and equipment to focusmachinery and equipment to focuson production of a single product oron production of a single product orgroup of related productsgroup of related products

7.7. Product-oriented layoutProduct-oriented layout: Seeks the: Seeks thebest personnel and machinebest personnel and machine

utilizations in repetitive orutilizations in repetitive orcontinuous productioncontinuous production


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Good Layouts Consider

1.1. Material handling equipmentMaterial handling equipment

2.2. Capacity and space requirementsCapacity and space requirements

3.3. Environment and aestheticsEnvironment and aesthetics

4.4. Flows of informationFlows of information

5.5. Cost of moving between variousCost of moving between various

work areaswork areas


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Layout Strategies

Table 9.1Table 9.1

Office Retail Warehouse (storage)

Examples

Allstate Insurance

Microsoft Corp.

KrogersSupermarket

Walgreens

Bloomingdales

Federal-Mogulswarehouse

The Gapsdistribution center

Problems/Issues

Locate workersrequiring frequentcontact close to oneanother

Expose customer tohigh-margin items

Balance low-coststorage with low-costmaterial handling


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Layout Strategies

Table 9.1Table 9.1

Project(fixed position)

Job Shop(process oriented)

Examples

Ingall Ship Building

Corp.

Trump Plaza

Pittsburgh Airport

Arnold Palmer Hospital

Hard Rock Caf

Olive Garden

Problems/Issues

Move material to the limitedstorage areas around the site

Manage varied material flowfor each product


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Layout Strategies

Table 9.1Table 9.1

Work Cells(product families)

Repetitive/ Continuous (productoriented)

Examples

Hallmark Cards

Wheeled Coach

Standard Aero

Sonys TV assembly

line

Toyota Scion

Problems/Issues

Identify a product family, buildteams, cross train teammembers

Equalize the task time at eachworkstation


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Office Layout

Grouping of workers, their equipment,Grouping of workers, their equipment,and spaces to provide comfort,and spaces to provide comfort,safety, and movement of informationsafety, and movement of information

Movement ofMovement ofinformation is maininformation is maindistinctiondistinction

Typically in state ofTypically in state offlux due to frequentflux due to frequenttechnologicaltechnological

changeschanges


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Relationship Chart

Figure 9.1Figure 9.1


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Supermarket Retail Layout

Objective is to maximizeObjective is to maximizeprofitability per square foot ofprofitability per square foot of

floor spacefloor space Sales and profitability varySales and profitability vary

directly with customer exposuredirectly with customer exposure


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Five Helpful Ideas forSupermarket Layout

1.1. Locate high-draw items around the periphery ofLocate high-draw items around the periphery ofthe storethe store

2.2. Use prominent locations for high-impulse andUse prominent locations for high-impulse and

high-margin itemshigh-margin items

3.3. Distribute power items to both sides of an aisleDistribute power items to both sides of an aisleand disperse them to increase viewing of otherand disperse them to increase viewing of otheritemsitems

4.4. Use end-aisle locationsUse end-aisle locations

5.5. Convey mission of store through carefulConvey mission of store through carefulpositioning of lead-off departmentpositioning of lead-off department


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Store Layout



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Retail Slotting

Manufacturers pay fees to retailersManufacturers pay fees to retailersto get the retailers to display (slot)to get the retailers to display (slot)their producttheir product

Contributing factorsContributing factors Limited shelf spaceLimited shelf space

An increasing number of newAn increasing number of new

productsproductsBetter information about salesBetter information about sales

through POS data collectionthrough POS data collection

Closer control of inventoryCloser control of inventory


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Retail Store Shelf Space

PlanogramComputerized tool

for shelf-space

managementGenerated from

stores scanner

data on sales

Often supplied bymanufacturer

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Servicescapes

Ambient conditions - backgroundAmbient conditions - backgroundcharacteristics such as lighting, sound,characteristics such as lighting, sound,smell, and temperaturesmell, and temperature

Spatial layout and functionality - whichSpatial layout and functionality - whichinvolve customerinvolve customercirculation path planning,circulation path planning,aisle characteristics, andaisle characteristics, and

product groupingproduct grouping Signs, symbols, andSigns, symbols, and

artifacts - characteristicsartifacts - characteristicsof building design thatof building design that

carry social significancecarry social significance


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Warehousing and Storage

Layouts Objective is to optimize trade-offsObjective is to optimize trade-offs

between handling costs and costsbetween handling costs and costsassociated with warehouse spaceassociated with warehouse space

Maximize the total cube of theMaximize the total cube of thewarehouse utilize its full volumewarehouse utilize its full volume

while maintaining low materialwhile maintaining low materialhandling costshandling costs


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Layouts

All costs associated with the transactionAll costs associated with the transaction

Incoming transportIncoming transport

StorageStorage

Finding and moving materialFinding and moving material

Outgoing transportOutgoing transport

Equipment, people, material, supervision,Equipment, people, material, supervision,insurance, depreciationinsurance, depreciation

Minimize damage and spoilageMinimize damage and spoilage

Material Handling CostsMaterial Handling Costs


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Layouts Warehouse density tends to varyWarehouse density tends to vary

inversely with the number of differentinversely with the number of different

items storeditems stored Automated Storage andAutomated Storage and

Retrieval Systems (ASRSs)Retrieval Systems (ASRSs)can significantly improvecan significantly improve

warehouse productivity bywarehouse productivity byan estimated 500%an estimated 500%

Dock location is a keyDock location is a keydesign elementdesign element


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Cross-Docking

Materials are moved directly fromMaterials are moved directly fromreceiving to shipping and are notreceiving to shipping and are not

placed in storageplaced in storagein the warehousein the warehouse

Requires tightRequires tightscheduling andscheduling andaccurate shipments,accurate shipments,

bar code or RFIDbar code or RFIDidentification used foridentification used foradvanced shipmentadvanced shipmentnotification as materialsnotification as materials

are unloadedare unloaded


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Random Stocking

Typically requires automatic identificationTypically requires automatic identificationsystems (AISs) and effective informationsystems (AISs) and effective informationsystemssystems

Random assignment of stocking locationsRandom assignment of stocking locations

allows more efficient use of spaceallows more efficient use of space

Key tasksKey tasks

1.1. Maintain list of open locationsMaintain list of open locations

2.2. Maintain accurate recordsMaintain accurate records

3.3. Sequence items to minimize travel, pick timeSequence items to minimize travel, pick time

4.4. Combine picking ordersCombine picking orders

5.5. Assign classes of items to particular areasAssign classes of items to particular areas


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Customizing

Value-added activities performed atValue-added activities performed atthe warehousethe warehouse

Enable low cost and rapid responseEnable low cost and rapid responsestrategiesstrategies

Assembly of componentsAssembly of components

Loading softwareLoading software

RepairsRepairs

Customized labeling and packagingCustomized labeling and packaging


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Office

Customiz

ation

Conveyor

Storage racks

Staging

Warehouse Layout

Traditional LayoutTraditional Layout


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Warehouse Layout

Cross-Docking LayoutCross-Docking Layout

Shipping and receiving docks

Office

Shipping and receiving docks


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Fixed-Position Layout

Product remains in one placeProduct remains in one place

Workers and equipment come to siteWorkers and equipment come to site

Complicating factorsComplicating factorsLimited space at siteLimited space at site

Different materialsDifferent materials

required at differentrequired at differentstages of the projectstages of the project

Volume of materialsVolume of materialsneeded is dynamicneeded is dynamic


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Alternative Strategy

As much of the project as possibleAs much of the project as possibleis completed off-site in a product-is completed off-site in a product-oriented facilityoriented facility

This canThis cansignificantlysignificantlyimprove efficiencyimprove efficiency

but is onlybut is onlypossible whenpossible whenmultiple similarmultiple similar

units need to be createdunits need to be created


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Process-Oriented Layout

Like machines and equipment areLike machines and equipment aregrouped togethergrouped together

Flexible and capable of handling aFlexible and capable of handling awide variety of products orwide variety of products orservicesservices

Scheduling can be difficult andScheduling can be difficult andsetup, material handling, andsetup, material handling, andlabor costs can be highlabor costs can be high


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Surgery

Radiology

ERtriageroom

ER Beds Pharmacy

Emergency room admissions

Billing/exit

Laboratories


Patient A - broken leg

Patient B - erratic heartpacemaker



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Layout at Arnold Palmer Hospital

Central breakCentral breakand medicaland medical

supply roomssupply rooms

Local linenLocal linensupplysupply

LocalLocalnursing podnursing pod

Pie-shapedPie-shapedroomsrooms

Central nursesCentral nursesstationstation


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Arrange work centers so as toArrange work centers so as tominimize the costs of materialminimize the costs of material

handlinghandling Basic cost elements areBasic cost elements are

Number of loads (or people) movingNumber of loads (or people) moving

between centersbetween centersDistance loads (or people) moveDistance loads (or people) move

between centersbetween centers


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Minimize cost =Minimize cost = XXijij CCijijnn

ii= 1= 1

nn

jj= 1= 1

wherewhere nn == total number of worktotal number of workcenters or departmentscenters or departments

i, ji, j == individualindividual

departmentsdepartments

XXijij == number of loadsnumber of loads

moved from department i tomoved from department i todepartment jdepartment j

CCijij

== cost to move a loadcost to move a load

between department i andbetween department i and


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Process Layout Example

1.1. Construct a from-to matrixConstruct a from-to matrix

2.2. Determine the space requirementsDetermine the space requirements

3.3. Develop an initial schematic diagramDevelop an initial schematic diagram4.4. Determine the cost of this layoutDetermine the cost of this layout

5.5. Try to improve the layoutTry to improve the layout

6.6. Prepare a detailed planPrepare a detailed plan

Arrange six departments in a factory toArrange six departments in a factory tominimize the material handling costs.minimize the material handling costs.Each department is 20 x 20 feet and theEach department is 20 x 20 feet and the

building is 60 feet long and 40 feet wide.building is 60 feet long and 40 feet wide.


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DepartmentDepartment AssemblyAssembly PaintingPainting MachineMachine ReceivingReceiving ShippingShipping TestingTesting(1)(1) (2)(2) Shop (3)Shop (3) (4)(4) (5)(5) (6)(6)

Assembly (1)Assembly (1)

Painting (2)Painting (2)

Machine Shop (3)Machine Shop (3)

Receiving (4)Receiving (4)

Shipping (5)Shipping (5)

Testing (6)Testing (6)

Number of loads per weekNumber of loads per week

50 100 0 0 20

30 50 10 0

20 0 100

50 0

0




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Area 1Area 1 Area 2Area 2 Area 3Area 3


6060

4040


Receiving Shipping Testing

Department Department Department (4) (5) (6)


Assembly Painting Machine ShopDepartment Department Department

(1) (2) (3)


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100100

5050

2020

5050

5050

2020

1010

100100

3030


Interdepartmental Flow GraphInterdepartmental Flow Graph

1 2 3

4 5 6



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CostCost == $50$50 ++ $200$200 ++ $40$40(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)

++ $30$30 ++ $50$50 ++ $10$10(2 and 3)(2 and 3) (2 and 4)(2 and 4) (2 and 5)(2 and 5)


= $570= $570

Cost =Cost = XXijij CCijijnn

ii= 1= 1

nn

jj= 1= 1


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3030

5050

1010

5050

505020205050 100100

100100

Revised Interdepartmental Flow GraphRevised Interdepartmental Flow Graph

2 1 3

4 5 6



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CostCost == $50$50 ++ $100$100 ++ $20$20(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)



= $480= $480

Cost =Cost = XXijij CCijijnn

ii= 1= 1

nn

jj= 1= 1


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6060

4040


Receiving Shipping Testing

Department Department Department (4) (5) (6)


Painting Assembly Machine ShopDepartment Department Department

(2) (1) (3)


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Computer Software

Graphical approach only works forGraphical approach only works forsmall problemssmall problems

Computer programs are available toComputer programs are available tosolve bigger problemssolve bigger problems

CRAFTCRAFT

ALDEPALDEP

CORELAPCORELAP

Factory FlowFactory Flow


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CRAFT Example

11 22 33 44 55 66

11 A A A A B B

22 A A A A B B

33 D D D D D D

44 C C D D D D

55 F F F F F D

66 E E E E E D

PATTERNPATTERN

TOTAL COST 20,100TOTAL COST 20,100EST. COST REDUCTION .00EST. COST REDUCTION .00ITERATION 0ITERATION 0

(a)(a)

11 22 33 44 55 66

11 D D D D B B

22 D D D D B B

33 D D D E E E

44 C C D E E F

55 A A A A A F

66 A A A F F F

PATTERNPATTERN

TOTAL COST 14,390TOTAL COST 14,390EST. COST REDUCTION 70.EST. COST REDUCTION 70.ITERATION 3ITERATION 3

(b)(b)Figure 9.9Figure 9.9


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Computer Software

Three dimensional visualization software

allows managers to view possible

layouts and assess process, material

handling,

efficiency,

and safety

issues


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Work Cells

Reorganizes people and machinesReorganizes people and machinesinto groups to focus on singleinto groups to focus on single

products or product groupsproducts or product groups

Group technology identifiesGroup technology identifiesproducts that have similarproducts that have similarcharacteristics for particular cellscharacteristics for particular cells

Volume must justify cellsVolume must justify cells

Cells can be reconfigured asCells can be reconfigured asdesigns or volume changesdesigns or volume changes


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Advantages of Work Cells

1. Reduced work-in-process inventory2. Less floor space required

3. Reduced raw material and finishedgoods inventory

4. Reduced direct labor

5. Heightened sense of employeeparticipation

6. Increased use of equipment andmachinery

7. Reduced investment in machinery andequipment


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Improving Layouts Using

Work Cells

Current layout - workers inCurrent layout - workers insmall closed areas.small closed areas.Cannot increase outputCannot increase output

without a third worker andwithout a third worker andthird set of equipment.third set of equipment. Improved layout - cross-trainedImproved layout - cross-trainedworkers can assist each other.workers can assist each other.May be able to add a third workerMay be able to add a third workeras additional output is needed.as additional output is needed.

Figure 9.10 (a)Figure 9.10 (a)


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Improving Layouts Using

Work Cells

Current layout - straightCurrent layout - straightlines make it hard to balancelines make it hard to balancetasks because work may nottasks because work may notbe divided evenlybe divided evenly

Improved layout - in UImproved layout - in Ushape, workers have bettershape, workers have betteraccess. Four cross-trainedaccess. Four cross-trained

workers were reduced.workers were reduced.

Figure 9.10 (b)Figure 9.10 (b)

U-shaped line may reduce employee movementand space requirements while enhancingcommunication, reducing the number ofworkers, and facilitating inspection


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Requirements of Work Cells

1.1. Identification of families ofIdentification of families ofproductsproducts

2.2.A high level of training, flexibilityA high level of training, flexibilityand empowerment of employeesand empowerment of employees

3.3. Being self-contained, with its ownBeing self-contained, with its own

equipment and resourcesequipment and resources4.4. Test (poka-yoke) at each station inTest (poka-yoke) at each station in

the cellthe cell


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Staffing and Balancing Work

CellsDetermine the takt timeDetermine the takt time

Takt time =Takt time =

Total work time availableTotal work time available

Units requiredUnits required

Determine the numberDetermine the numberof operators requiredof operators required

Workers required =Workers required =Total operation time requiredTotal operation time required

Takt timeTakt time


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Staffing Work Cells Example

600600 Mirrors per day requiredMirrors per day required

Mirror production scheduled forMirror production scheduled for88 hours per dayhours per day

From a work balance chartFrom a work balance chart

total operation timetotal operation time

= 140= 140 secondsseconds

Stand

ardtimerequired

Stand

ardtimerequired

OperationsOperations

AssembleAssemble PaintPaint TestTest LabelLabel Pack forPack forshipmentshipment

6060

5050

4040

3030

2020

1010

00


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Staffing Work Cells Example

600600 Mirrors per day requiredMirrors per day required

Mirror production scheduled forMirror production scheduled for88 hours per dayhours per day

From a work balance chartFrom a work balance chart

total operation timetotal operation time

= 140= 140 secondsseconds

Takt timeTakt time == (8(8 hrshrs x 60x 60 minsmins) / 600) / 600 unitsunits

= .8= .8 minsmins = 48= 48 secondsseconds

Workers requiredWorkers required ==Total operation time requiredTotal operation time required

Takt timeTakt time

= 140 / 48 = 2.91= 140 / 48 = 2.91

W k B l Ch t


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Work Balance Charts

Used for evaluating operation times inwork cells

Can help identify bottleneck

operations Flexible, cross-trained employees can

help address labor bottlenecks

Machine bottlenecks may requireother approaches

F d W k C t d


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Focused Work Center andFocused Factory

Focused Work CenterFocused Work Center

Identify a large family of similar products thatIdentify a large family of similar products thathave a large and stable demandhave a large and stable demand

Moves production from a general-purpose,Moves production from a general-purpose,process-oriented facility to a large work cellprocess-oriented facility to a large work cell

Focused FactoryFocused Factory

A focused work cell in a separate facilityA focused work cell in a separate facility May be focused by product line, layout,May be focused by product line, layout,

quality, new product introduction, flexibility,quality, new product introduction, flexibility,or other requirementsor other requirements

F d W k C t d


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Focused Work Center andFocused Factory

Table 9.2Table 9.2

Work Cell Focused Work Center Focused Factory

A work cell is a temporaryproduct-orientedarrangement of machinesand personnel in what is

ordinarily a process-oriented facility

A focused work center is apermanent product-oriented arrangement ofmachines and personnel

in what is ordinarily aprocess-oriented facility.

A focused factory is apermanent facility toproduce a product orcomponent in a product-

oriented facility. Manyfocused factories currentlybeing built were originallypart of a process-orientedfacility.

Example: A job shop withmachinery and personnelrearranged to produce300 unique controlpanels.

Example: Pipe bracketmanufacturing at ashipyard.

Example: A plant to producewindow mechanism forautomobiles.


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Repetitive and Product-Oriented Layout

1.1. Volume is adequate for high equipmentVolume is adequate for high equipmentutilizationutilization

2.2. Product demand is stable enough to justify highProduct demand is stable enough to justify highinvestment in specialized equipmentinvestment in specialized equipment

3.3. Product is standardized or approaching a phaseProduct is standardized or approaching a phaseof life cycle that justifies investmentof life cycle that justifies investment

4.4. Supplies of raw materials and components areSupplies of raw materials and components areadequate and of uniform qualityadequate and of uniform quality

Organized around products or families ofOrganized around products or families ofsimilar high-volume, low-variety productssimilar high-volume, low-variety products


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Product-Oriented Layouts

Fabrication lineFabrication line Builds components on a series of machinesBuilds components on a series of machines

Machine-pacedMachine-paced

Require mechanical or engineering changes toRequire mechanical or engineering changes to

balancebalance Assembly lineAssembly line

Puts fabricated parts together at a series ofPuts fabricated parts together at a series ofworkstationsworkstations

Paced by work tasksPaced by work tasks

Balanced by moving tasksBalanced by moving tasks

Both types of lines must be balanced so that the timeBoth types of lines must be balanced so that the timeto perform the work at each station is the sameto perform the work at each station is the same


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Product-Oriented Layouts

1.1. Low variable cost per unitLow variable cost per unit

2.2. Low material handling costsLow material handling costs

3.3. Reduced work-in-process inventoriesReduced work-in-process inventories

4.4. Easier training and supervisionEasier training and supervision

5.5. Rapid throughputRapid throughput

AdvantagesAdvantages

1.1. High volume is requiredHigh volume is required2.2. Work stoppage at any point ties up the wholeWork stoppage at any point ties up the whole

operationoperation

3.3. Lack of flexibility in product or productionLack of flexibility in product or productionratesrates

DisadvantagesDisadvantages


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McDonalds Assembly Line



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Disassembly Lines

Disassembly is being considered in new

product designs

Green issues and recycling standards are

important consideration

Automotive

disassembly is

the 16th largestindustry in

the US


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Assembly-Line Balancing

Objective is to minimize the imbalanceObjective is to minimize the imbalancebetween machines or personnel while meetingbetween machines or personnel while meetingrequired outputrequired output

Starts with the precedence relationshipsStarts with the precedence relationships

1.1. Determine cycle timeDetermine cycle time

2.2. Calculate theoreticalCalculate theoreticalminimum number ofminimum number ofworkstationsworkstations

3.3. Balance the line byBalance the line byassigning specificassigning specifictasks to workstationstasks to workstations


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Wing Component Example

This means thatThis means thattasks B and Etasks B and Ecannot be donecannot be doneuntil task A hasuntil task A hasbeen completedbeen completed

PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed

TaskTask (minutes)(minutes) BelowBelow

AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH

1111

EE

II 33 G, HG, H

Total timeTotal time 6666


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AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH

1111

EE

II 33 G, HG, H

Total timeTotal time 6666 I

GF

C

D

H

B

E

A

10

1112

5

43

711 3

Figure 9.13


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I

GF

C

D

H

B

E

A

10

1112

5

43

711 3

Figure 9.13



AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH

1111

EE

II 33 G, HG, H



480 availablemins per day

40 units required

Cycle time =

Production time

available per dayUnits required per day

= 480 / 40= 12 minutes per unit

Minimumnumber of

workstations=

Time for task i

Cycle time

n

i= 1

= 66 / 12= 5.5 or6 stations


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I

GF

C

D

H

B

E

A

10

1112

5

43

711 3

Figure 9.13



AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH1111 EE

II 33 G, HG, H



40 units required

Cycle time = 12 mins

Minimum

workstations= 5.5 or6

Line-Balancing Heuristics

1. Longest task time Choose the available task with

the longest task time

2. Most following tasks Choose the available task withthe largest number of followingtasks

3. Ranked positional weightChoose the available task forwhich the sum of following tasktimes is the longest

4. Shortest task time Choose the available task withthe shortest task time

5. Least number offollowing tasks

Choose the available task withthe least number of followingtasks

Table 9.4


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40 units required


Minimum




AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH 1111 EE

II 33 G, HG, H



I

GF

H

C

D

B

E

A

10 11

12

5

4

3 7

11

3

Station1

Station

2

Station4

Station5

Station 3

Station 6

Figure 9.14


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AA 1010

BB 1111 AA

CC 55 BBDD 44 BB

EE 1212 AA

FF 33 C, DC, D

GG 77 FF

HH 1111 EE

II 33 G, HG, H




40 units required


Minimum


Efficiency = Task times

(Actual number of workstations) x (Largest cycle time)

= 66 minutes/ (6 stations) x (12 minutes)

= 91.7%

Documents

3.0-Topic 3- Plant Layout