Facility Layout Chapter 6A
Learning Objectives Understand how production processes are typically organized and the trade-off between efficiency and flexibility offered by each design. Gain experience with the basic tools used to design workcenters, assembly lines, and manufacturing cells. Recognize typical retail and office layout designs.
Layout Decisions Facility layout: the process of determining placement of departments, workgroups within departments, workstations, machines, and stock-holding points within a facility This process requires the following inputs: Specification of the objectives used to evaluate the design Estimates of product or service demand Processing requirements Space requirements for the elements Space availability within the facility LO 1 3
Product–Process Matrix: Framework Describing Layout Strategies LO 4
Project Layout LO 3
Project Layout Continued The product remains in a fixed location A high degree of task ordering is common A project layout may be developed by arranging materials according, to their assembly priority LO 3
Workcenter LO 3
Workcenter Continued Most common approach to developing this type of layout is to arrange workcenters in a way that optimizes the movement of material Optimal placement often means placing workcenters with large interdepartmental traffic adjacent to each other Sometimes is referred to as a department and is focused on a particular type of operation LO 3
Manufacturing Cell LO 3
Manufacturing Cell Continued Group parts into families that follow a common sequence of steps Identify dominant flow patterns for each part family Machines and the associated processes are physically regrouped into cells LO 3
Flexible Line Layouts
Assembly Line Balancing Specify the sequential relationships among tasks Determine the required workstation cycle time Determine the theoretical minimum number of workstations Select a primary and secondary assignment rule Assign tasks Evaluate the efficiency of the balance Rebalance if needed LO 2
Assembly Line Balancing Formula LO 2
Example: Assembly Steps and Times for Wagon built Production of 500 Wagons and 8 hr/work shift (2-15 min. breaks and 30 mins. For lunch included) LO 2
Example: Precedence Diagram LO 2
Example: C and Nt Primary rule: Largest following tasks Secondary rule: Longest task time LO 2
Example: Assignment LO 2
Example: Efficiency LO 2
Service Businesses A service business is the management of organizations whose primary business requires interaction with the customer to produce the service Generally classified according to who the customer is: Financial services Health care A contrast to manufacturing 5
Retail Service Layout Goal--maximize net profit per square foot of floor space Servicescapes Ambient conditions Background characteristics, such as noise Spatial layout and functionality Planning the circulation path of customers and grouping merchandise Signs, symbols, and artifacts Parts of the service that have social significance LO 3 37
Alternative Store Layouts LO 3
Office Layout More open offices Low divider walls Size and orientation of desks indicates importance of people behind them LO 3
Degree of Patience No Way! No Way! BALK RENEG 7
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