To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 5 Facilities To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved.

Objectives of Facility Layout Minimize material handling costs Minimize material handling costs Utilize space efficiently Utilize space efficiently Utilize labor efficiently Utilize labor efficiently Eliminate bottlenecks Eliminate bottlenecks Facilitate communication and interaction between workers, between workers and their supervisors, or between workers and customers Facilitate communication and interaction between workers, between workers and their supervisors, or between workers and customers Reduce manufacturing cycle time or customer service time

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Objectives of Facility Layout Eliminate waste or redundant movement Eliminate waste or redundant movement Facilitate the entry, exit, and placement of material, products, or people Facilitate the entry, exit, and placement of material, products, or people Incorporate safety and security measures Incorporate safety and security measures Promote product and service quality Promote product and service quality Encourage proper maintenance activities Encourage proper maintenance activities Provide a visual control of operations or activities Provide a visual control of operations or activities Provide flexibility to adapt to changing conditions Provide flexibility to adapt to changing conditions Increase capacity Increase capacity

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Process Layout Machines grouped by process they perform Machines grouped by process they perform Product Layout Product Layout Linear arrangement of workstations to produce a specific product Linear arrangement of workstations to produce a specific product Fixed Position Layout Fixed Position Layout Used in projects where the product cannot be moved Used in projects where the product cannot be moved Basic Types of Layouts

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout in Services

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout in Services Women’s lingerie Women’s dresses Women’s sportswear Shoes Cosmetics and jewelry Entry and display area Housewares Children’s department Men’s department Figure 5.1

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Manufacturing Process Layout L L L L L L L L L L M M M M D D D D D D D D G G G G G G A AA Receiving and Shipping Assembly Painting Department Lathe Department Milling Department Drilling Department Grinding Department P P Figure 5.2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Manufacturing Process Layout L L L L L L L L L L M M M M D D D D D D D D G G G G G G A AA Receiving and Shipping Assembly Painting Department Lathe Department Milling Department Drilling Department Grinding Department P P Figure 5.2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Manufacturing Process Layout L L L L L L L L L L M M M M D D D D D D D D G G G G G G A AA Receiving and Shipping Assembly Painting Department Lathe Department Milling Department Drilling Department Grinding Department P P Figure 5.2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. A Product Layout

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. A Product Layout In Out Figure 5.3

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Comparison Of Product And Process Layouts 1.DescriptionSequential arrangementFunctional grouping of machines of machines of machines of machines 2.Type of ProcessContinuous, mass Intermittent, job shop production, mainly batch production, production, mainly batch production, assembly mainly fabrication assembly mainly fabrication 3.ProductStandardizedVaried, made to stock made to order made to stock made to order 4.DemandStableFluctuating 5.VolumeHighLow 6.EquipmentSpecial purposeGeneral purpose 7.WorkersLimited skillsVaried skills PRODUCT LAYOUTPROCESS LAYOUT Table 5.1

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Comparison Of Product And Process Layouts 8. InventoryLow in-process,High in-process, 8. InventoryLow in-process,High in-process, high finished goods low finished goods high finished goods low finished goods 9. Storage spaceSmallLarge 9. Storage spaceSmallLarge 10. MaterialFixed pathVariable path handling (conveyor) (forklift) handling (conveyor) (forklift) 11. AislesNarrowWide 12. SchedulingPart of balancingDynamic 13. Layout decisionLine balancingMachine location 14. GoalEqualize work atMinimize material each station handling cost each station handling cost 15. AdvantageEfficiencyFlexibility PRODUCT LAYOUTPROCESS LAYOUT Table 5.1

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Fixed-Position Layouts Typical of projects Typical of projects Equipment, workers, materials, other resources brought to the site Equipment, workers, materials, other resources brought to the site Highly skilled labor Highly skilled labor Often low fixed Often low fixed Typically high variable costs Typically high variable costs

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Designing Process Layouts Minimize material handling costs Minimize material handling costs Block Diagramming Block Diagramming Minimize nonadjacent loads Minimize nonadjacent loads Use when quantitative data is available Use when quantitative data is available Relationship Diagramming Relationship Diagramming Based on location preference between areas Based on location preference between areas Use when quantitative data is not available Use when quantitative data is not available

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Block Diagramming Create load summary chart Create load summary chart Calculate composite (two way) movements Calculate composite (two way) movements Develop trial layouts minimizing number of nonadjacent loads Develop trial layouts minimizing number of nonadjacent loads

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Department12345 Load Summary Chart FROM/TODEPARTMENT 1— — — — — Example 5.1

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Department12345 Load Summary Chart FROM/TODEPARTMENT 1— — — — — Example 5.1 CompositeMovementsCompositeMovements 2  3200 loads3  550 loads 2  4150 loads2  550 loads 1  3110 loads3  440 loads 1  2100 loads1  40 loads 4  560 loads1  50 loads

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Department12345 Load Summary Chart FROM/TODEPARTMENT 1— — — — — Example 5.1 CompositeMovementsCompositeMovements 2  3200 loads3  550 loads 2  4150 loads2  550 loads 1  3110 loads3  440 loads 1  2100 loads1  40 loads 4  560 loads1  50 loads

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Department12345 Load Summary Chart FROM/TODEPARTMENT 1— — — — — Example 5.1 CompositeMovementsCompositeMovements 2  3200 loads3  550 loads 2  4150 loads2  550 loads 1  3110 loads3  440 loads 1  2100 loads1  40 loads 4  560 loads1  50 loads Grid 1

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Process Layout Department12345 Load Summary Chart FROM/TODEPARTMENT 1— — — — — Example 5.1 CompositeMovementsCompositeMovements 2  3200 loads3  550 loads 2  4150 loads2  550 loads 1  3110 loads3  440 loads 1  2100 loads1  40 loads 4  560 loads1  50 loads Grid 2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Block Diagrams

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Block Diagrams (a) Initial block diagram Figure 5.4

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Block Diagrams (a) Initial block diagram (b) Final block diagram Figure 5.4

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagramming Used when quantitative data is not available Used when quantitative data is not available Muther’s grid displays preferences Muther’s grid displays preferences Denote location preferences with weighted lines Denote location preferences with weighted lines

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagramming Example

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagramming Example Production Offices Stockroom Shipping and receiving Locker room Toolroom

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagramming Example A A A O O O O O U U U U E X I Production Offices Stockroom Shipping and receiving Locker room Toolroom AAbsolutely necessary EEspecially important IImportant OOkay UUnimportant XUndesirable

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagramming Example A A A O O O O O U U U U E X I Production Offices Stockroom Shipping and receiving Locker room Toolroom AAbsolutely necessary EEspecially important IImportant OOkay UUnimportant XUndesirable Figure 5.5

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagrams

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagrams Offices Stockroom Locker room Toolroom Shipping and receiving Production (a) Relationship diagram of original layout Figure 5.6 Key:A EIOUX

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Relationship Diagrams Figure 5.6 (b) Relationship diagram of revised layout Offices Stockroom Locker room Toolroom Shipping and receiving Production Key:A EIOUX

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Facility Changes Shop Floor was constrained and increased handoffs Movement was difficult – invited injuries New Layout focused on flow and changing workload Painted Floor & Walls and brightened whole appearance

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. O&R Capacity Initiatives – Improved Material Flow

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Computerized Layout Solutions CRAFT - block diagramming CRAFT - block diagramming CORELAP - relationship diagramming CORELAP - relationship diagramming Simulation Simulation

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Service Layouts Usually process layouts due to customers needs Usually process layouts due to customers needs Minimize flow of customers or paperwork Minimize flow of customers or paperwork Retailing tries to maximize customer exposure to products Retailing tries to maximize customer exposure to products Computer programs consider shelf space, demand, profitability Computer programs consider shelf space, demand, profitability Layouts must be aesthetically pleasing Layouts must be aesthetically pleasing

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Designing Product Layouts Product layouts or assembly lines Product layouts or assembly lines Develop precedence diagram of tasks Develop precedence diagram of tasks Jobs divided into work elements Jobs divided into work elements Assign work elements to workstations Assign work elements to workstations Try to balance the amount work of each workstation Try to balance the amount work of each workstation

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing Precedence diagram Precedence diagram Network showing order of tasks and restrictions on their performance Network showing order of tasks and restrictions on their performance Cycle time Cycle time Maximum time product spends at any one workstation Maximum time product spends at any one workstation

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing Precedence diagram Precedence diagram Network showing order of tasks and restrictions on their performance Network showing order of tasks and restrictions on their performance Cycle time Cycle time Maximum time product spends at any one workstation Maximum time product spends at any one workstation C d = production time available desired units of output Cycle time example C d = (8 hours x 60 minutes / hour) (120 units) C d = = 4 minutes

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Flow Time vs Cycle Time Cycle time = max time spent at any station Cycle time = max time spent at any station Flow time = time to complete all stations Flow time = time to complete all stations

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Flow Time vs Cycle Time Cycle time = max time spent at any station Cycle time = max time spent at any station Flow time = time to complete all stations Flow time = time to complete all stations minutes Flow time = = 12 minutes Cycle time = max (4, 4, 4) = 4 minutes

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Efficiency of Line  i i = 1 titititi nC a E =E =E =E =  i i = 1 titititi CdCdCdCd N =N =N =N = Efficiency Minimum number of workstations where t i = completion time for element i j = number of work elements n = actual number of workstations C a = actual cycle time C d = desired cycle time

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing Process 1. Draw and label a precedence diagram. 2. Calculate the desired cycle time required for the line. 3. Calculate the theoretical minimum number of workstations. 4. Group elements into workstations, recognizing cycle time and precedence constraints. 5. Calculate the efficiency of the line. 6. Stop if theoretical minimum number of workstations on an acceptable efficiency level reached. If not, go back to step 4.

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing WORK ELEMENTPRECEDENCETIME (MIN) APress out sheet of fruit—0.1 BCut into stripsA0.2 COutline fun shapesA0.4 DRoll up and packageB, C0.3 Example 5.2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing WORK ELEMENTPRECEDENCETIME (MIN) APress out sheet of fruit—0.1 BCut into stripsA0.2 COutline fun shapesA0.4 DRoll up and packageB, C D B C A Example 5.2

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing WORK ELEMENTPRECEDENCETIME (MIN) APress out sheet of fruit—0.1 BCut into stripsA0.2 COutline fun shapesA0.4 DRoll up and packageB, C D B C A Example 5.2 C d = = = 0.4 minute 40 hours x 60 minutes / hour 6,000 units N = = = 2.5 workstations

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing WORK ELEMENTPRECEDENCETIME (MIN) APress out sheet of fruit—0.1 BCut into stripsA0.2 COutline fun shapesA0.4 DRoll up and packageB, C D B C A Example 5.2 C d = = = 0.4 minute 40 hours x 60 minutes / hour 6,000 units N = = = 2.5 workstations workstations

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing WORK ELEMENTPRECEDENCETIME (MIN) APress out sheet of fruit—0.1 BCut into stripsA0.2 COutline fun shapesA0.4 DRoll up and packageB, C D B C A Example 5.2 C d = 0.4 N = 2.5

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C B0.1C, D

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C B0.1C, D 2C0.0D

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C B0.1C, D 2C0.0D 3D0.1none

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C B0.1C, D 2C0.0D 3D0.1none A, B C D Work station 1 Work station 2 Work station minute 0.4 minute 0.3 minute

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Line Balancing D B C A Example 5.2 C d = 0.4 N = 2.5 REMAINING WORKSTATIONELEMENTTIMEELEMENTS 1A0.3B, C B0.1C, D 2C0.0D 3D0.1none A, B C D Work station 1 Work station 2 Work station minute 0.4 minute 0.3 minute E = = = = 83.3% (0.4)

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Computerized Line Balancing Use heuristics to assign tasks to workstations Use heuristics to assign tasks to workstations Ranked positional weight Ranked positional weight Longest operation time Longest operation time Shortest operation time Shortest operation time Most number of following tasks Most number of following tasks Least number of following tasks Least number of following tasks

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Hybrid Layouts Cellular layouts Cellular layouts Group machines into machining cells Group machines into machining cells Flexible manufacturing systems Flexible manufacturing systems Automated machining & material handling systems Automated machining & material handling systems Mixed-model assembly lines Mixed-model assembly lines Produce variety of models on one line Produce variety of models on one line

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Cellular Layouts 1.Identify families of parts with similar flow paths 2.Group machines into cells based on part families 3.Arrange cells so material movement is minimized 4.Locate large shared machines at point of use

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Parts Families

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Parts Families A family of similar parts A family of related grocery items Figure 5.7

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Original Process Layout

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Original Process Layout CABRaw materials Assembly Figure 5.8

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Part Routing Matrix Machines Parts Axxxxx Bxxxx Cxxx Dxxxxx Exxx Fxxx Gxxxx Hxxx Figure 5.8

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Revised Cellular Layout

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Revised Cellular Layout Figure Assembly A B C Raw materials Cell 1 Cell 2 Cell 3

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Reordered Routing Matrix Figure 5.9 Machines Parts Axxxxx Dxxxxx Fxxx Cxxx Gxxxx Bxxxx Hxxx Exxx

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Advantages Of Cellular Layouts Reduced material handling and transit time Reduced material handling and transit time Reduced setup time Reduced setup time Reduced work-in- process inventory Reduced work-in- process inventory Better use of human resources Better use of human resources Easier to control Easier to control Easier to automate Easier to automate

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Disadvantages Of Cellular Layouts Inadequate part families Inadequate part families Poorly balanced cells Poorly balanced cells Expanded training and scheduling of workers Expanded training and scheduling of workers Increased capital investment Increased capital investment

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Manufacturing Cell

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Manufacturing Cell Key: S= Saw L= Lathe HM= Horizontal milling machine VM= Vertical milling machine G= Grinder Paths of three workers moving within cell Material movement In Out Worker 1 Worker 2 Worker 3 Direction of part movement within cell S L HM VM G L Final inspection Finished part Figure 5.10

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Automated Manufacturing Cell

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Automated Manufacturing Cell Figure 5.11

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Flexible Manufacturing Systems Automated machining operations Automated machining operations Automated material handling Automated material handling Automated tool changers Automated tool changers Computer controlled system Computer controlled system Designed around size of parts processed & average processing time for parts Designed around size of parts processed & average processing time for parts Can process wide variety of items quickly Can process wide variety of items quickly

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. FMS Layouts

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. FMS Layouts Figure 5.12

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. FMS Layouts Figure 5.12

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Mixed Model Assembly Lines Produce multiple models in any order on one assembly line Produce multiple models in any order on one assembly line Issues in mixed model lines Issues in mixed model lines Line balancing Line balancing U-shaped line U-shaped line Flexible workforce Flexible workforce Model sequencing Model sequencing

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Balancing U-Shaped Lines

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Balancing U-Shaped Lines A BC DE Precedence diagram: Cycle time = 12 min Figure 5.13

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Balancing U-Shaped Lines A BC DE A,BC,DE Precedence diagram: Cycle time = 12 min (a) Balanced for a straight line 9 min12 min3 min Efficiency = = =.6666 = 66.7 % (12) Figure 5.13

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Balancing U-Shaped Lines A BC DE A,BC,DE A,B E Precedence diagram: Cycle time = 12 min (a) Balanced for a straight line (b) Balanced for a U-shaped line 9 min12 min3 min Efficiency = = =.6666 = 66.7 % (12) 12 min12 min Efficiency = = = 100 % (12) Figure 5.13