Professional Documents
Culture Documents
M Grinding
M G G
Assembly G A A A G G G
What is a Layout?
Layout refers to the physical arrangement of economic activity centers for processes within a facility. A center can be anything that consumes space.
The Layout decisions are: What centers are needed? How much space and capacity are needed? Layout Configuration? Where to locate them?
2014 Lew Hofmann
Strategic Issues
Good layouts improve productivity and efficiency. Altering a layout can affect an organization and how well it meets its competitive priorities in the following ways:
1. Increasing customer satisfaction and sales at a retail
store.
2. Facilitating the flow of materials and information
3. Increasing the efficient utilization of labor and
equipment.
4. Reducing hazards to workers
5. Improving employee working conditions and morale 6. Improving communication and interactions
2014 Lew Hofmann
Basic Layouts
Fixed Position
Line-Flow (Product) Flexible-Flow (Process) Hybrid Retail
Not directly concerned with the transformation process. Directly concerned with layout of the transformation process.
Warehouse
Office
2014 Lew Hofmann
We are going arrange activity centers to optimize workflow and time utilization, but this list of intangible factors is also very important and very much affected by the layout.
Grinding
Forging
Lathes
Painting
Welding
Drills
Office
Milling machines
Foundry
Line-Flow Layout
A production line has a line-flow layout.
Station 1
Station 2
Station 3
Station 4
Also known as a product-focused layout because work (people, workstations, machines) are focused on the product as it moves down the line.
Warehouse/Storage Layouts
Objectives:
1. Optimal utilization of storage space at
minimum cost 2. Minimizing the cost of handling and moving materials and the cost of storing them. Flows are to and from (in and out) of the warehouse rather than in between internal areas.
2014 Lew Hofmann
To solve the layout, divide the # of trips each department makes by their number of areas to get tripsper-area. Then prioritize the departments by the # of trips per area. The department with the most number of trips per area gets the closest areas.
G G
D D
D D
A A
A C
C F
B
2014 Lew Hofmann
Retail Layout
Objectives:
1. Expose customers to as many
products as possible.
2. Maximize the net profit per square
Workers & equipment move to and from the product. Poorest space utilization Most difficult type of layout to make efficient. 2014 Lew Hofmann Process is the extreme in Low-volume, High
Disadvantages
Higher labor skills are needed Higher inventory levels and inventory-related costs Higher costs of moving materials since more movement is required to go from process to process. Longer production (processing) time from start to end Low utilization of equipment. 2014 Lew Hofmann
20 20 80 10 75 15 90 70
Values are usually distances between two areas, but could be some other relative measure of closeness such as travel time, steps needed, trips per period of time, etc.
Develop a Block plan A plan that indicates the placement of each department.
Department interactions (Trips per day)
20 20 80 10 75 15 90 70
Determine the distance between each interacting department using rectilinear distance.
Dept. Trips Pair Per-Day A,B 20 A,D 20 A,F 80 B,C 10 B,E 75 C,D 15 C,F 90 D,E 70 Current Distance 3 2 2 2 2 1 3 1 Total Distance 60 40 160 20 150 15 270 70 785 P
5 6 2 7 3 8 1 4
Multiply trips-per-day times the distance between areas to get total distance traveled.
Prioritize the department pairs based on total distance traveled.
Euclidean
Rectilinear
2014 Lew Hofmann
Dept. Trips Current Total P Pair Per Day Distance Distance A,B 20 3 60 5 A,D 20 2 40 6 A,F 80 2 160 2 B,C 10 2 20 7 B,E 75 2 150 3 C,D 15 1 15 8 C,F 90 3 270 1 D,E 70 1 70 4 785 Existing Layout B D C F E A New Layout E D C F A B
2014 Lew Hofmann
Dept. Trips Current Total P New Total Pair Per Day Distance Distance Distance Distance A,B 20 3 60 5 1 20 A,D 20 2 40 6 1 20 A,F 80 2 160 2 1 80 B,C 10 2 20 7 3 30 B,E 75 2 150 3 1 75 C,D 15 1 15 8 1 15 C,F 90 3 270 1 1 90 D,E 70 1 70 4 1 70 785 400 A 47.7% improvement Existing Layout B D C F E A New Layout C D E F A B
2014 Lew Hofmann
(No need to memorize these tools for the exam. Just be aware that software exists for solving 2014 Lew Hofmann types of layout problems.) these
More Hybrids
In addition to the common fixed-position hybrids that combine flexible flow and/or line flow with a fixed position situation, there are other hybrids that have characteristics of both a flexible-flow and a line-flow.
One-Worker, Multiple-Machines (OWMM) cell is a one-person cell in which a worker
operates several different machines simultaneously to achieve a line flow at that particular workstation.
Machine 1
Materials in
Machine 5
2014 Lew Hofmann
Group Technology
A Hybrid Layout technique used to make flexible flows more like line flows.
A low-volume, flexible-flow process that contains multiple line-flows. (One-Worker,
Many Machines is a mini line flow)
Parts/products that have similar processing requirements are grouped into line flows.
Material Inventory is reduced Work-in-process Inventory is reduced Work flow is simplified Floor space is optimized
2014 Lew Hofmann
M Grinding
M G G
Assembly G A A A G G G
L Cell 1
M Cell 2 M
G A
Assembly area A
Receiving
L Cell 3
Shipping
Office Layouts
People problems dominate office layouts. Most procedures for designing office layouts try to group workers whose jobs require frequent interaction. Privacy is another key factor in office design. Three basic types of office layouts: 1. Traditional (Private offices such as for faculty in
the School of Business and for attorneys in a law firm) 2. Office Landscaping (cubicles)
3. Activity Settings (Gym, Library) Where workers move from area to area depending on the type of
2014 Lew Hofmann
Two types of line flows that can be balanced Type Nature Flow Balancing
Cutting, milling, machining, drilling, etc.
Note: Waiting lines cannot be balanced because there is no work being done in the line.
2014 Lew Hofmann
Line Balancing
Station 1 Station 2 Station 3 Station 4
The work that one person or one machine does should be balanced (in terms of time) with the work that another person or machine does on that line.
Idleness is wasteful
Work Elements
A work element is the smallest unit of work that can be done independently by one worker or one machine.
An element may one worker operating many machines (OWMM).
The goal in line balancing is to combine work elements into work stations so that each workstation has the same work load. (Or approximately the same work load.) A workstation may be one work element or many work elements.
2014 Lew Hofmann
Immediate Predecessors
The work element or elements that must be completed immediately before the next element can begin.
Similar to precedent activities in project management
Work elements are denoted by nodes (circles or squares), and contain the time required to perform that work.
2014 Lew Hofmann
Precedence Table
A precedence table lists all of the work elements and the immediate predecessors, if any, of each element.
Work Elem. A B C D E F G H I J Time (seconds) 40 80 30 25 20 15 120 145 130 115 720 Predecessor None A D,E,F B B B A G H C,I
Precedence Diagram
D 25 B 80 A 40 E 20 C 30
G 120
Work Elem. A B C D E F G H I J Time (seconds) 40 80 30 25 20 15 120 145 130 115 720 2014 Lew Hofmann Predecessor None A D,E,F B B B A G H C,I
If the cycle time (maximum time) is exceeded at any workstation, the desired output (quota) for the shift cannot be achieved. Line balancing focuses on combining work elements into equally-balanced workstations so as to best meet the desired output.
2014 Lew Hofmann
Desired Output = 192 per 8 hr. shift Cycle Time = 150 Min. Work Stations = 5
Balance Delay
The theoretical # of workstations is 4.8, but the actual number of workstations has to be 5.
Work Elem. A B C D E F G H I J
Desired Output = 192 per 8 hr shift Cycle Time = 150 Minimum # workstations = 5
Computing Efficiency
Establishing Workstations
Group the 10 work elements into five workstations, with each as close to the 150 second cycle time as possible.
D 25 B 80 A 40 E 20
C 30
G 120
J 115 F 15 I 130
Start with the work element that has the highest time and work down.
2014 Lew Hofmann
H 145
In this example, there are no constraints for grouping work elements. In the real world, there would be many more elements and many constraints.
Balancing
Green Grass, Inc.
D
Desired output is 2,400 units per 40-hour week or 60 units per hour. If you have to make 60 per hour, that is one ever minute. Cycle time = 1 min. or 60 seconds
B 30 F 25
40
E
20 6
A 40 C 50
Minimum # workstations is then 244 seconds divided by the cycle time. 244/60 = 4.067 workstations.
2007 Pearson Education
2014 Lew Hofmann
I G 15 18
Round up to 5 workstations
Desired Output is 60 units per hour. Cycle Time is 60 seconds per unit. Minimum Workstations is 5 Efficiency (%) = the theoretical # of workstations / actual # of workstations = 4.067 / 5 = .813 or 81.3%
Idle time is the total unproductive time for all stations in the assembly of each unit. This is also called Balance Delay.
Balance Delay is the amount by which efficiency falls short of 100%. (100% - 81.3%) = 18.7%
The goal is to cluster the work elements into 5 workstations so that the number of work-stations is minimized, and the cycle time (c) of 60 seconds is not violated. Here we use the trial-and-error method to find a solution, although commercial software packages are also available.
Line Balancing
Green Grass, Inc.
D
B H 20 E S4
40 6
S5
S1 A 40
c = 60 seconds/unit TM = 5 stations Efficiency = 81.3%
2007 Pearson Education
2014 Lew Hofmann
30 S3 S2 C 50 F 25
I G 15 18
Trips
250 180 390
Areas
2 1 3
D
E F G
Dock
2014 Lew Hofmann
320
100 190 220
Aisle
2
4 1 1
Homework Problem # 2
The closeness matrix below shows the daily trips between six department offices. The block diagram shown is one solution being proposed. 1. Just looking at the matrix, which two offices should be located closest? 2. What is the total weighted-distance for the proposed layout? 3. Can you find a better layout?
Efficiency
Balance Delay Group the work elements into the Theoretical Minimum # of work stations.
2014 Lew Hofmann
Work Element A B C D E F G H
Time (Sec.) 20 55 25 40 5 35 14 40
Work Element A B C D E F G H I J K L
Time (min) 3 5 2 7 7 6 2 3 8 6 3 8
B. What is the impact on your solution if the time for work element D increases by 3 minutes? E. What is the impact if the time for element D decreases by three minutes?
2014 Lew Hofmann