9 - 1© 2014 Pearson Education, Inc. Layout Strategies PowerPoint presentation to accompany Heizer and Render Operations Management, Eleventh Edition Principles

9 - 1© 2014 Pearson Education, Inc.

Layout Strategies

PowerPoint presentation to accompany Heizer and Render Operations Management, Eleventh EditionPrinciples of Operations Management, Ninth Edition

PowerPoint slides by Jeff Heyl

99

© 2014 Pearson Education, Inc.


Outline► Strategic Importance of Layout Decisions► Types of Layout

► Fixed-Position Layout► Process-Oriented Layout► Product-Oriented Layout

► Use Line Balance Analysis for Product Layout


TURNINGMACHINE

MILLINGMACHINE

DRILLINGMACHINE

INDUCTIONHARDENINGMACHINE

GRINDINGMACHINE

Strategic Importance of Layout Decisions


Strategic Importance of Layout Decisions

Objective of layout strategy is to develop an effective and efficient

layout that will meet the firm’s competitive requirements.

Layout refers to the specific configuration of physical facilities in an organization.


Layout Design Considerations

► Higher utilization of space, equipment, and people

► Improved flow of information, materials, or people

► Improved employee morale and safer working conditions

► Improved customer/client interaction► Flexibility


Types of Layout

1. Fixed-position layout

2. Process-oriented layout

3. Product-oriented layout


Fixed-Position Layout

▶Deal with large, bulky projects, e.g., ship & building

▶Product remains in one place

▶Workers and equipment come to site

▶Complicating factors▶ Limited space at site

▶Different materials required at different stages of the project

▶Volume of materials needed is dynamic


▶As much of the project as possible is completed off-site in a product-oriented facility

▶This can significantly improve efficiency but is only possible when multiple similar units need to be created

Fixed-Position Layout


Process-Oriented Layout

▶Similar machines and equipment are grouped together

▶To deal with low-volume, high-variety production

▶Each product / service undergoes a different sequence of operations

▶Example: Job shop


L

L

L

L

L

L

L

L

L

LM

M

M

M

D

D

D

D

D

D

D

D

G

G

G

G

G

G

A A AReceiving andShipping Assembly

Painting Department

Lathe DepartmentMilling

Department Drilling Department

Grinding Department

P

P



Surgery

Radiology

ER triage room

ER Beds Pharmacy

Emergency room admissions

Billing/exit

Laboratories


Patient A - broken leg

Patient B - erratic heart pacemaker

Figure 9.3


Product-Oriented Layout

1. Volume is adequate for high equipment utilization

2. Product demand is stable enough to justify high investment in specialized equipment

3. Product is standardized or approaching a phase of life cycle that justifies investment

4. Supplies of raw materials and components are adequate and of uniform quality

5. Repetitive or continuous process

Organized around products or families of similar high-volume, low-variety products



Raw materialsor customer

Finished item

Station2

Station3

Station4

Materialand/or labor

Station1






Cafeteria serving Line


LINE BALANCE IN PRODUCT-ORIENTED LAYOUT


0

2

4

6

8

10

12

1 2 3 4 5

Workstation

Tim

e (

min

)

0

2

4

6

8

10

12

1 2 3 4 5

Workstation

Tim

e (

min

)

Line Balancing in Product Layouts

▶ Central problem in product layout is to balance the output at each work station along the production line

▶ Line Balancing is the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements


General Procedure for Line Balancing

1. Determine precedence relationships

2. Calculate Takt time =

3. Determine minimum number of work stations =

4. Determine the candidate list which includes the following tasks

a) The task whose immediate predecessors have been assigned to a workstation

b) The task for which adequate time is available at the work station

5. Decision rule: task with the longest processing time

6. Determine efficiency =

takt time

task timeall of Total

%100Takt timestations Work Actual of #

s task timeall of Sum

Total work time availableUnits required


TaskTask Immediate Predecessor Immediate Predecessor Time (Min) Time (Min)

AA Press out sheet of fruitPress out sheet of fruit —— 0.1 0.1

BB Cut into stripsCut into strips AA 0.2 0.2

CC Outline fun shapesOutline fun shapes AA 0.4 0.4

DD Roll up and packageRoll up and package B, CB, C 0.3 0.3

0.10.1

0.20.2

0.40.4

0.30.3D

B

C

A

There are 240 productive minutes available per day. The production schedule requires to complete 600 units each day. Arrange the work activities into workstations so as to balance the assembly line.

Line Balancing (Example 1)

TaskTask Immediate Predecessor Immediate Predecessor Time (Min) Time (Min)

AA Press out sheet of fruitPress out sheet of fruit —— 0.1 0.1

BB Cut into stripsCut into strips AA 0.2 0.2

CC Outline fun shapesOutline fun shapes AA 0.4 0.4

DD Roll up and packageRoll up and package B, CB, C 0.3 0.3

Takt time = = = 0.4 min/unitProduction time available per day

Output needed per day

240

600

35.24.0

3.04.02.01.0

Takt time

task timetotal Nmin

Round up

Line Balancing (Example 1)There are 240 productive minutes available per day. The production schedule requires to complete 600 units each day. Arrange the work activities into workstations so as to balance the assembly line.


Station Candidate Task Task Total Idle Number list assigned time time time

1 A A 0.1 0.1 0.3

B B 0.2 0.3 0.1

2 C C 0.4 0.4 0

3 D D 0.3 0.3 0.1

Takt time = 0.4 min/unit

0.10.1

0.20.2

0.40.4

0.30.3

D

B

C

A



A, B C D

Work station 1

Work station 2

Work station 3

0.3 minute

0.4 minute

0.3 minute

Efficiency =Total task times

(# of actual workstations) x Takt time

= 83.33%

= 0.1 + 0.2 + 0.4 + 0.3 (3 stations) x (0.4 minutes)



PerformancePerformanceTimeTime ImmediateImmediate

TaskTask (minutes)(minutes) predecessorpredecessor

AA 55 ——BB 33 AACC 44 BBDD 33 BBEE 44 CCFF 11 CCGG 44 D, E, FD, E, FHH 77 GG

Total time Total time 3131

(1) Draw a precedence diagram for the assembly line

A5

B3

E4

C4

D3 F

1

G4

H7



(2) Assuming 500 productive minutes available per day, compute the takt time needed to obtain an output of 65 units per day.

Takt time =Production time available per day

output required per day= 500 / 65= 7.7 minutes per unit

503.47.7

31

takt time

task timetotal Nmin



Station Candidate Task Task Total IdleNumber list assigned time time time

1 A A 5 5 2.7

2 B B 3 3 4.7

C, D C 4 7 0.7

3 D, E, F E 4 4 3.7

D, F D 3 7 0.7 4 F F 1 1 6.7

G G 4 5 2.7 5 H H 7 7 0.7

A5

B3

E4

C4

D3 F

1

G4

H7

Takt time = 7.7 min/unit


A B,C D, E

Work station 1

Work station 2

Work station 3

5 minute 7 minute

Efficiency =Total task times

(# of actual workstations) x Takt time

= 80.52%

= 31 minutes (5 stations) x (7.7 minutes)

Work station 4

5 minute

G, F

Work station 5

7 minute

H

7 minute



EX 1 in ClassBalance the assembly line for the Tourist T-Shirt Company. The operations run continuously for 8 hours per day. Each day, 80 T-shirts must be produced to meet customer demand.


EX 2 in Class

TaskProcessing

timeImmediate predecessor

A 12 -B 6 AC 6 BD 2 BE 3 BF 12 BG 7 C, DH 5 GI 4 EJ 4 F, IK 6 H, JL 7 K

Total 74

The assembly of Noname personal computers, a generic mail-order PC clone, requires a total of 12 tasks, and the job times (in minutes) along with the precedence relationships are summarized in the table. Suppose that the company is willing to hire enough workers to produce one assembled machine every 18 minutes. Perform a line balancing analysis.


Summary

1. Fixed-position layout: Addresses the layout requirements of large, bulky projects such as ships and buildings

2. Process-oriented layout: Deals with low-volume, high-variety production (also called job shop or intermittent production)

3. Product-oriented layout: Seeks the best personnel and machine utilizations in repetitive or continuous production

Documents

9 - 1© 2014 Pearson Education, Inc. Layout Strategies PowerPoint presentation to accompany Heizer and Render Operations Management, Eleventh Edition Principles