Inefficient operations Accidents or safety hazards Changes in the design of products or services The introduction of new products or services

ces Changes in the volume of output or of mix outputs Changes in methods or equipment Changes in environmental or legal requirements Morale problems

 Ease of future expansion or flow of

movement Materials handling Output needs Space utilization Ease of communication and support Impact on employee morale and job satisfaction Promotional value Safety

- To provide enough production capacity

- To reduce the cost of material handling - To minimize the accidents and hazards to personnel - To reduce the congestion and to utilize the space efficiently and effectively

- To utilize labor efficiently and to improve the morale of the employees - To achieve easy supervision - To make maintenance process easier - To achieve high degree of machine/equipment utilization - To improve productivity.

 Layout that uses standardized

processing operations to achieve smooth, rapid, high-volume flow. Job is divided into a series of standardized tasks, permitting specialization of both labor and equipment.

 Achieve a high degree of labor

and equipment utilization which tends to offset their high equipment cost Only one or few very similar items are involved.

 Standardized layout arranged according to a fixed sequence of production tasks. Standardized layout arranged to a fixed sequence of assembly tasks.

 Volume is adequate for high

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

 Product is standardized or

approaching a phase of its life cycle that justifies investment in specialized equipment. Supplies or raw materials and components are adequate and of uniform quality to ensure that they will work with the specialized equipment.

a) High rate of output b) Low unit cost due to high volume; high cost of specialized equipment is spread over many units. c) Labor specialization that reduces training costs and time, and results in a wide span of supervision.

c) Low material-handling cost per unit; material handling is simplified because units follow the same sequence of operations. d) A high utilization of labor and equipment

e) Routing and Scheduling encompassed in the initial design of the system; they do not require much attention once system is operating. f) Accounting, purchasing, and inventory control is fairly routine.

a) The intensive division of labor usually creates dull, repetitive jobs that provide little opportunity for advancement and may lead to morale problems b) Poorly skilled workers may exhibit little interest in maintaining equipment or in the quality of output.

c) The system is fairly inflexible in response to changes in the volume of output or changes in product or process design. d) The system is highly susceptible to shutdown caused by equipment breakdowns or excessive absenteeism.

e) Preventive maintenance, the capacity for quick repairs, and spare-parts inventories are necessary expenses. f) Incentive plans tied to individual output are impractical since they would tend to cause variations among outputs of individual workers.

 More compact than straight production

line; requires approximately half the length of straight production line. Permits increased communication among workers on the line because workers are clustered

 Flexibility in work assignments is

increased because workers can handle not only adjacent stations but also opposite sides of the line Minimizes material handling because materials enter the plant at the same point that finished products leave it.

 Layouts that can handle varied processing

requirements
Common in non-manufacturing

environments; e.g. hospitals, colleges and universities, banks, repair shops, airlines.

 Arrange equipments by type rather than

by processing sequence General-purpose machines provide flexibility necessary to handle a wide range of processing requirements which are operated by skilled workers.

 Feature departments or other functional

groupings in which similar activities are performed; e.g. machine shop process layout which has separate departments for milling, grinding, drilling, and so on.

a) System can handle a variety of processing requirements.

b) The system is not particularly vulnerable to equipment failures.

c) General-purpose equipment is often less costly than the specialized equipment used in product layouts and is easier and less costly to maintain. d) It is possible to use individual incentive systems.

a) In-process inventory costs can be

high if batch processing is used in manufacturing systems. b) Routing and scheduling pose continual challenges. c) Equipment utilization rates are low.

d) Material handling cost is slow and inefficient, and more costly per unit than under product layouts. e) Job complexities often reduce the span of supervision and result in higher supervisory cost than with product layouts.

f) Special attention necessary for each product or customer and low volumes result in higher unit costs than with product layouts. g) Accounting, inventory control, and purchasing are much more involved than under product layouts.

 Layout in which the product or

project remains stationary, and workers, materials and equipment are moved as needed.

 The nature of the product dictates this

kind of arrangement: weight, size, bulk, or some other factor makes it undesirable or extremely difficult to move the product.

 Used in large construction projects

(buildings, power plants, dams), shipbuilding, and production of large aircraft or space mission rockets.

 Focused on timing of material and

equipment deliveries so as not to clog up the work site; to avoid relocating materials and equipment around the work site.

 Due to many diverse activities carried

out on the project, wide range of skills is required, special efforts are needed to coordinate workers, and the span of control can be quite narrow thus administrative burden is much higher.

 Its main distinction of office layouts

is the importance placed on the flow of information.

 Main objective is to maximize profit

through product exposure. It allocates shelf space and responds to customer behavior.

1. Locate the high-draw items around

the periphery of the store.

2. Use prominent locations for high-

impulse and high-margin items such as house wares, beauty aids, and shampoos.

3. Distribute what are known in the

trade as power items 4. Use end-aisle locations because they have a very high exposure rate. 5. Convey a mission of the store by carefully selecting the position of the lead-off department.

 Ambient conditions Spatial layout and functionality Signs, symbols, and artifacts

 Addresses trade-offs between space and

material handling. Managements task is to maximize the utilization of the total cube of the warehouse to utilize its full volume while maintaining low material handling costs and all the costs related to the transaction.

 Used in warehousing to locate stock

wherever there is an open location. -Random stocking systems can increase facility utilization and decrease labor cost, but require accurate records.

 -Usually in the form of barcodes, allow

accurate and rapid item identification, operations manager know the quantity and location of every unit.

 Maintaining a list of open locations. Maintaining accurate records of

existing inventory and its locations. Sequencing items on orders to minimize the travel time required to pick orders.

 Combining orders to reduce picking

time. Assigning certain items or classes of items, such as high-usage items, to particular warehouse areas so that the total distance traveled within the warehouse is minimized.

 Arranges machinery and equipment

to focus on production of a single product or group of related products.

 Machines are grouped into what is

referred to as a cell which is determined by the operations needed to perform work for a set of similar items that require similar processes.

 Machines are arranged to handle all

of the operations necessary for a group of similar parts thus all parts follow the same route although minor variations are possible.

 Reduced work-in-process inventory Less floor space Reduced raw material and finished

goods inventories Reduced direct labor cost

 Heightened sense of employee

participation Increased use of equipment and machinery Reduced investment in machinery and equipment

 Identification of families of products, often

through the use of group technology codes or equivalents. A high level of training and flexibility Either staff support or flexible, imaginative employees to establish work cells initially. Test at each station into the cell.

 The process of assigning tasks to

workstations in such a way that workstations have approximately equal time requirements.

 The goal of line balancing is to

obtain task groupings that represent approximately equal time requirements which minimizes the idle time along the line and results in a high utilization of labor and equipment.

1) Identify the cycle time and determine the

minimum number of workstations. The maximum time allowed at each workstation to complete its set of tasks on a unit. It also establishes the output rate of a particular line.
Where: OT = Operating Time per day CT = Cycle Time

Cycle Time may be determined by dividing the Operating Time per day (OT) by the Desired output rate (D):

 The minimum number of workstations

(Nmin) may be computed as follows.

Where: Nmin = D = OT = =

Theoretical minimum number of stations Desired output rate Operating time per workstation Sum of task times

2) Make assignments to workstations in order; beginning with station 1. Tasks are assigned to workstations moving from left to right through the precedence diagram.

 Assign tasks in order of most following

tasks.
Count the number of tasks that follow

Assign tasks in order of greatest positional

weight.
Positional

weight is the sum of each tasks time and the times of all following tasks.

 A tool used in line balancing to display element task and system requirements. It is read from left to right wherein the initial tasks are on the left and the final task is on the right.

3) Before each assignment, use the following

criteria to determine which tasks are eligible to be assigned to workstation. a. All preceding tasks in the sequence have been assigned. b. The task time does not exceed the time remaining at the workstation.

4) After each task assignment, determine the time remaining at the current workstation by subtracting the sum of times for task already assigned to it from the cycle time.

5) Break ties that occur using one of the rules. a. Assign the task with the longest task time. b. Assign the task with the greatest number of followers If there is still a tie, choose one task arbitrary.

6) Continue until all tasks have been assigned to workstations. 7) Compute appropriate measures (e.g., percent idle time, efficiency) for the set of assignments.

A manager wants to assign workstations in such a manner that hourly output is 4 units. Working time is 56 minutes per hour. What is the cycle time?

Cycle time = operating time/output rate = 14 mins. Nmin = (4 units per hour X 45mins) / 56 minutes per hour = 3.21 (round to 4)

Numbers above the circles indicate task times (minutes)

What is the positional weight for each task?

A= 3+2+4+9+5 = 23 B= 2+4+9+5 = 20 C= 9+5 + 4 =18 D= 7+4+9+5 = 25

E = 4+9+5 = 18 F = 5+6+4+9+5 = 29 G= 6 + 4 + 9 + 5 = 24 H = 9+5 = 14

Task F D G A B C E H I

Positiona l Weight 29 25 24 23 20 18 18 14 5

Assign the tasks above to workstations in the order of greatest positional weight.

Idle Time per Cycle

= 2 + 3+ 6 = 11 minutes
Efficiency = 100% - 19.64% = 80.36 %

Percent idle time =

11 * 100% 19.64% (4)(14)

A shop wants an hourly output of 33.5 units per hour. The working time is 60 minutes per hour. Assign the tasks using the rules: a) In the order of greatest positional weight.

Operating time 60 minutes per hour CT 1.80 minutes per unit Desired output 33 .5 units per hour

Nmin = (33.5 units per hour X 6 mins) / 60 mins per hour = 3.35 (round to 4)
Task A B C D E F G H Number of following tasks 7 6 2 2 2 1 1 0 Positional Weight 6 4.6 1.6 2.2 2.3 1.0 1.5 0.5

Work Station I II

Task A B E D C F G H

III

IV

Feasible Time Task Time tasks Remaining Remaining 1.4 0.4 0.5 1.3 C, D, E 0.8 0.5 0.7 1.1 C 0.6 0.5 F 0.5 0 1.0 0.8 H 0.5 0.3

1.2 PercentIdle Time = * 100% 16.67% (4)(1.8)

Efficiency

= 100% - 16.67% = 83.33 %

Straight line flow pattern Backtracking kept to a minimum Production time predictable Little inter stage storage of materials Open plant floors so everyone can see whats happening

Bottleneck operations under control Workstations close together Orderly handling and storage of materials No unnecessary re-handling of materials Easily adjustable to changing conditions

Easily understood service flow pattern Adequate waiting facilities Easy communication with customers Easily maintained customer surveillance Clear exit and entry points with adequate checkout capabilities

 Department and processes arranged so that

customers see only what you want them to see Balance between waiting areas and service areas Minimum walking and material movement Lack of clutter High sales volume per square foot of facility

Production / Operations Management (Fifth Edition) By William J. Stevenson MGMT302Chapter_06.ppt By Sarah Hough 7699063-Introduction-of-Line-Balancing.doc By roan
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