1. 1 Operations Management Layout Strategy

2. 2 What is Facility Layout Location or arrangement of everything within & around buildings Determines long-run efficiency of operations Helps achieve a strategy that supports differentiation, low cost or quick response

3. 3 Strategic Importance of Layout Proper layout enables: 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 to change-- use small, movable or modular equipment; etc

4. 4 Layout Strategies Office layout positions workers, their equipment, and spaces/offices to provide for movement of communication and information Retail/service layout allocates shelf space and responds to customer behavior Warehouse layout addresses trade-offs between space and material handling

5. 5 Seven Layout Strategies Fixed-position layout large bulky projects such as ships and buildings Process-oriented layout deals with low-volume, high-variety production (“job shop”, intermittent production) Product-oriented layout seeks the best personnel and machine use in repetitive or continuous production, line balancing

6. 6 Office Layout Design positions people, equipment, & offices for maximum people and information flow, comfort and safety Relationship chart used Examples Banks Software company

7. 7 Office Layout Floor Plan Accounting Manager Brand X Finance Fin.Acct.

8. 8 Retail/Service Layout Design maximizes product exposure to customers Decision variables Store flow pattern Allocation of (shelf) space to products

9. 9 Retail Layouts - Some Rules of Thumb Locate high-draw items around the periphery of the store Use prominent locations such as the first or last aisle for high-impulse and high margin items Distribute “power items” (items that may dominate a shopping trip) to both sides of an aisle, and disperse them to increase the viewing of other items Use end aisle locations because they have a very high exposure rate

10. 10 A Good Service Layout Considers Ambient conditions - background characteristics such as lighting, sound, smell, and temperature. Spatial layout and functionality - which involve customer circulation path planning Signs, Symbols, and Artifacts - characteristics of building design that carry significance

11. 11 Warehouse Layout Design balances between space utilization & handling cost Similar to process layout Items moved between dock & various storage areas Optimum layout depends on Variety of items stored Number of items picked

12. 12 Fixed-Position Layout Design is for stationary project Workers and equipment come to site Complicating factors Limited space at site House, shipyard etc….

13. 13 Process-Oriented Layout Design places departments with large flows of material or people together Department areas having similar processes located in close proximity e.g., All x-ray machines in same area Supports process-focused strategy i.e. product differentiation stategy

14. 14 Emergency Room Layout Surgery Radiology E.R. bedsPharmacyBilling/exit Triage room E.R. Admissions Patient B – heart problems Patient A - broken leg Labs

15. 15 Product-Oriented Layout Facility organized around product Design minimizes line imbalance Delay between work stations Types: Fabrication line; assembly line

16. Steps in Developing a Process-Oriented Layout 1 Construct a “from-to matrix” 2 Determine space requirements for each department 3 Develop an initial schematic diagram 4 Determine the cost of this layout 5 By trial-and-error (or more sophisticated means), try to improve the initial layout 6 Prepare a detailed plan that evaluates factors in addition to transportation cost

17. Cost of Process-Oriented Layout

18. Interdepartmental Flow of Parts 123456 1 2 3 4 5 6 501000020 30 50 10 0 200 100 50 0 0

19. Interdepartmental Flow Graph Showing Number of Weekly Loads 2 3 6 54 100 5030 10 20 50 20 100 50 1

20. Possible Layout 1

21. Interdepartmental Flow Graph Showing Number of Weekly Loads 2 1 3 65 4 10050 30 10 20 50 20 100 50 221221

22. Possible Layout 3

23. Assembly Line Balancing Analysis of production lines Nearly equally divides work between workstations while meeting required output Objectives Maximize efficiency Minimize number of work stations

24. Assembly Line Balancing The General Procedure Determine cycle time by taking the demand (or production rate) per day and dividing it into the productive time available per day Calculate the theoretical minimum number of work stations by dividing total task time by cycle time Perform the line balance and assign specific assembly tasks to each work station

25. Assembly Line Balancing Steps 1.Determine tasks (operations) 2.Determine sequence 3.Draw precedence diagram 4.Estimate task times 5.Calculate cycle time 6.Calculate number of work stations 7.Assign tasks 8.Calculate efficiency

26. AB EH C D F G I 10 Min. 511 12 373 4 11 Precedence Diagram Example

27. Assembly Line Balancing Equations Cycle time = Production time available Demand per day Minimum number of work stations  Task times Cycle time Efficiency = =  Task times * (Cycle time) (Actual number of work stations)

28. Cycle time calc. On the basis of precedence diagram and activity times given above, the firm determines that there are 480 productive minutes of work available per day. Furthermore, production schedule requires that 40 units be completed as output from the assembly line each day. Cycle time:480/40=12 minutes per unit Min no. of workstations:66/12=5.5 or 6

29. Six Station Solution AB C E D F G I H 10 11 5 3 7 3 12